Self-Management
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One Person, One Company: The Complete Productivity System for Digital Nomads
The moment you decide to become a digital nomad, you're actually making a bigger decision: you're becoming a company. Not metaphorically. Actually. You'll be the CEO, project manager, customer service, accountant, and most importantly, the only employee. Most people fail on this path, not because they lack skills, but because they misunderstand what freedom means. They think digital nomadism is traveling with a laptop, working when they feel like it, resting when they want. In reality, successful digital nomads need even more systematic discipline than office workers. Because when you lose your office, fixed schedule, and social pressure from colleagues, the only thing you can rely on is the system you build for yourself. This isn't motivational fluff. This is methodology. I'll show you how to build, from scratch, a productivity system that lets you operate efficiently from anywhere. Why You Need a "System" Instead of Just "Discipline" Many people say, "I just need more discipline." But discipline is a consumable resource. It fluctuates with fatigue, emotions, and environment. Systems are different. A system creates momentum. It turns decisions into automation and chaos into predictability. When you're working in a Chiang Mai cafe, backpackers chatting at the next table, locals having meetings across from you, your New York client just waking up for their morning meeting, and your London partner about to clock out. At that moment, "discipline" won't solve your problems. What matters is whether your system can automatically handle this complexity. Let me break down this system using four pillars. First Pillar: Time Management. Not Managing Time, But Managing Energy The first mistake in time management is assuming every hour is equal. In reality, your focus at 9 AM is completely different from 3 PM. The biggest advantage of digital nomads is placing "deep work" during your peak energy hours and "shallow work" during low-energy periods. Take a UX designer in Chiang Mai with clients in New York and London. Their day might look like this: 6:00 AM to 9:00 AM is Chiang Mai's quietest time and when their mind is sharpest. During these three hours, they turn off all notifications and focus on design thinking and prototyping. This is their "deep work block." Absolutely no meetings or message replies. 9:00 AM to 11:00 AM, London clients start their workday (2-4 AM London time). They handle emails, reply to Slack messages, and update project progress. This is "asynchronous communication time." 11:00 AM to 2:00 PM, they hit the gym, have lunch, handle life admin. This isn't slacking off. It's deliberately scheduled "energy recovery time." 2:00 PM to 5:00 PM, the second deep work block. London clients are wrapping up, New York clients haven't started yet. It's the least interruptible window. 9:00 PM to 10:00 PM, New York clients start work (8-9 AM New York time). If synchronous meetings are needed, schedule them here. They use Loom to record video updates so clients can watch at their convenience instead of forcing themselves into midnight calls. The core logic of this schedule: Deep work first, meetings later, asynchronous communication as default. For tools, World Time Buddy is essential for managing time zones. It shows at a glance what time it is for your clients and when to contact them. Set up Google Calendar with multiple time zone displays so you don't mix up meeting times. But what truly matters isn't the tools. It's knowing your energy distribution pattern throughout the day. Spend a week observing yourself. Record when you're most focused, when you're easily distracted, when you're best at social interaction. Then design your schedule based on this pattern, rather than being held hostage by client time zones. Second Pillar: Project Management. The Art of Solo Kanban When you're a one-person company, project management tools aren't for "collaboration." They're for "reducing cognitive load." You need a place where you don't have to remember all your to-dos, worry about forgetting things, or spend 30 minutes every morning wondering "what should I do today?" Notion, Linear, Todoist—each has pros and cons. The selection logic is simple: Notion suits people who need heavy documentation and knowledge bases: writers, consultants, research-heavy work. Its strength is information structure and interconnectivity, but project management features are relatively clunky. Linear suits engineers or product managers. Fast interface, smooth keyboard navigation, strong issue tracking. But it might be too engineering-focused for non-technical work. Todoist suits those needing simple, fast, cross-platform task management. Strong natural language input (you can type "remind me to call client tomorrow at 3 PM"), but lacks deep project visualization. My advice: Don't chase the perfect tool. Pick one you'll actually use. Too many tools create burden because you're switching between them, syncing, checking. Better to choose an 80-point tool and use it at 120 points. Solo Kanban's core is three columns: To Do, In Progress, Done. Sounds basic, but most people make these mistakes: Mistake one: Ten items stuffed in "In Progress." That's not in progress, that's anxiety. True in-progress is three items maximum. Mistake two: "To Do" becomes an infinitely growing trash heap. You need regular cleaning. Delete unimportant items, move non-urgent ones to "Future" or "Backlog" lists. Mistake three: No regular review. Spend 30 minutes every Friday reviewing what you completed this week, what's next week, what can be deleted or outsourced. The system's purpose: when you open your computer, you don't need to think "what should I do?" The system has already told you. Third Pillar: Client Communication. Asynchronous First, Synchronous by Exception The biggest trap for digital nomads is becoming 24/7 customer service. Because you have no office hours, clients assume you're always available. If you don't proactively set boundaries, you'll find yourself replying to messages at 2 AM and revising work on weekends. The solution isn't "read and ignore" or "slow replies." It's establishing a clear communication protocol so clients know when to expect responses and what communication format suits what situation. Email rhythm: I set "24-hour response" expectations. Not instant, but not procrastinating. This gives clients peace of mind and me flexibility. Slack/instant messaging: I set "response during work hours," but not "instant response." I turn off desktop notifications in settings and use "scheduled checking" instead, like every two hours. Synchronous meetings: I proactively offer three time slot options rather than letting clients throw out "let's find time to chat." This reduces back-and-forth confirmation costs. Loom video updates: This is the most underrated tool. When you need to explain complex progress, show designs, or clarify issues, video is ten times faster than typing, and clients understand better. Crucially, it's asynchronous. Clients watch when convenient, and you don't have to match their time zone for meetings. I prepare a "communication template kit" including: Project kickoff letter: explains workflow, communication rhythm, expected timeline. Weekly report template: what's completed this week, what's planned next week, what the client needs to do. Delay notification: if a project will be late, advance notice with reasons, new timeline, compensation plan. These templates aren't formulaic or cold. They're designed communication frameworks that build trust. Fourth Pillar: Financial Discipline. Income is Skill, Cash Flow is Survival Many digital nomads ignore financial management because they think "I just take projects and get paid." But when you're a one-person company, financial discipline isn't just bookkeeping. It's a survival skill. Multi-currency accounts: You'll receive USD, EUR, TWD. If you use traditional banks every time, fees will eat 3-5% of your income. Wise or Revolut are essential tools. Their exchange rates are near market rates, fees are low, and they support multi-currency accounts so you can hold foreign currency and exchange when rates are favorable. Invoice automation: If you're still manually creating invoices in Word, you're wasting more than time. You're wasting professional image. Invoice Ninja, Wave, or even Notion templates can generate professional invoices in five minutes. The point is systematization, not starting from scratch every time. Tax reserves: This is the most overlooked. Many people spend income as it comes, then discover a huge tax bill when tax season arrives. My approach: every time income arrives, immediately transfer 30% to another account as "tax reserve." If the actual tax rate is lower, this money becomes a year-end bonus. If higher, at least you're not caught off guard. Emergency fund: Digital nomad income is usually unstable. This month might have many projects, next month nothing. You need at least six months of living expenses as emergency reserves. This isn't conservative. It's having the confidence to say no when choosing projects. Common Mistakes: Tool Addiction and Boundaryless Work Finally, let me address two common traps. Tool addiction: You watch YouTubers share their productivity tools and want to try them. You end up with Notion, Todoist, Trello, Asana, ClickUp—using each a little, mastering none. Real productivity isn't having many tools, it's having few tools used deeply. Choose a sufficient toolset, then master it. Boundaryless work: Digital nomad freedom isn't "working anytime," it's "choosing when to work." If you don't set clear end-of-day times, rest days, and no-work zones (like absolutely no work in the bedroom), you'll find yourself more exhausted than office workers because you can never truly relax. The system's purpose isn't making you work more. It's making you work less but more effectively. When you have a system, you can accomplish more in less time, then truly enjoy digital nomad freedom: watching sunsets by the ocean, hiking in mountains, daydreaming in cafes. Start Taking Action If you want to start building your productivity system right now, here's the minimum viable version: Today: Observe your energy patterns. Record when you're most focused. This week: Choose one project management tool. Dump all to-dos into it, then delete half. Next week: Write a "work agreement" email to your main clients explaining your communication rhythm and response times. This month: Open a Wise account. Transfer 30% of your next income to tax reserves. Systems aren't built in a day, but every step brings you closer to that ideal state: one person operating as an efficiently running company.
March 30, 2026
The Complete Guide to Async Communication: Survival Rules for Cross-Timezone Remote Workers
My team spans three time zones: Taipei at UTC+8, Berlin at UTC+1, and New York at UTC-5. That's a 13-hour gap at its widest. When my Taipei colleagues are wrapping up for the day, the New York team is just finishing lunch. We tried the "let's find a time that works for everyone" approach early on. What that actually meant was someone was always on a call at 2 AM. It lasted three weeks before people started burning out. When we switched from real-time to fully asynchronous communication, our team's output actually improved. This is everything we learned along the way — the mistakes, the fixes, and the system we eventually built. Async Isn't "Slow Replies." It's a Designed Communication System. The most common misconception about async communication is that it means "you don't have to reply immediately." That's only half right. The real core of async communication isn't response speed — it's message quality. When you know the other person won't see your message for hours, you have to say everything clearly in one shot. You can't fire off "how's that thing going?" and wait for them to ask "which thing?" — because that back-and-forth just burned 16 hours (since your working hours don't overlap at all). Async communication actually demands higher communication quality, not lower. It took our team about two months to smooth out the system. Here are the core principles we distilled from that process. Principle 1: Every Message Must Be Self-Contained This is the most important rule. Every message you send should give the recipient enough information to take action without asking follow-up questions. We use a format called ACRE: A (Action): What do you need from them? "Please review." "Please decide." "FYI only." C (Context): What's the background? Don't assume they remember last week's discussion. R (Reference): Relevant document links, previous conversation threads, data sources. E (Expectation): When do you need a response? Is there a hard deadline? Here's the difference in practice. The old way: Hey, did you see the design for that project? The client seems to have some feedback. The async version: Action needed: Review V3 design and provide revision feedback Context: Client emailed yesterday (3/10) saying the homepage colors "feel too cold" and wants a warmer direction Reference: Design file in Figma [link], original client email in #client-feedback [link] Response by: End of your workday tomorrow (3/12 18:00 UTC+1) The second message takes maybe three extra minutes to write. But it saves an entire day of back-and-forth. In a cross-timezone team, the ROI on those three minutes is staggering. Principle 2: Separate "Urgent" from "Important" Async systems only work if not everything is treated as urgent. We split communication into four tiers, each with its own tool and response expectation: 🔴 Urgent (respond within 2 hours): Phone call or text message. Reserved for "the system is down" or "the client is terminating the contract" situations. Used maybe three times a month. 🟡 Same-day (respond within your workday): Specific Slack channels. Most work coordination lives here. The rule is simple: respond during your own working hours. 🟢 This week (respond within 3-5 days): Notion task comments. For questions requiring deep thought, or things that aren't urgent but need doing. ⚪ FYI (no response needed): Email or Notion weekly updates. Pure information sync. This tiering system looks simple, but it solves the biggest anxiety source in async communication: "I don't know how urgent this is." When every message carries a clear response expectation, you don't wake up at 3 AM wondering if you missed something critical. Principle 3: Use Text for Work, Use Meetings for Relationships Our team holds exactly two meetings per week: Monday's "alignment meeting," 30 minutes. All three time zones attend, and we rotate the time slot so no one is permanently sacrificed. This meeting doesn't discuss details — it does three things: confirm the week's priorities, flag blockers, and preview major decisions. Friday's "show and tell," also 30 minutes. Each person takes three to five minutes to share what they accomplished that week. This isn't about surveillance. It's about making sure everyone knows what others are working on, and creating some of the "team feeling" that easily erodes in async environments. Everything else — discussions, decisions, feedback — happens in writing. Some team members pushed back at first. "Wouldn't a meeting be faster?" they'd ask. My answer: meetings are "faster" in the moment, but finding a time that works across three time zones takes two days. More importantly, meeting content fades over time. Text stays. When you need to trace the reasoning behind a decision three months later, meeting notes are either lost or too brief. A Notion discussion thread gives you everything. Tool Recommendations: It's Not About Having More — It's About the Right Combination Our tool stack is straightforward: Slack: Daily communication workhorse. Channels are granular — one per project, one per client, plus a few cross-functional channels. The key is enforcing Thread replies so the main channel doesn't become chaos. Notion: Long-term documentation and project management. All decision records, project specs, and weekly reports live here. We maintain a "Decision Log" database where any directional decision must be recorded with context, options considered, final decision, and owner. Loom: For when you need to show or explain something. Screen recording plus narration is clearer than a thousand words of text, and the recipient can watch on their own schedule. Our designer swears by this for explaining design rationale. Linear: Task tracking. Much lighter than Jira, clean interface, integrates with both Slack and Notion. Every task has a clear status, owner, and deadline. Google Calendar: Timezone-overlaid view for managing the few meetings we do have. Everyone's calendar is annotated with their "core work hours" and "available for meetings" blocks. The tools matter less than the team's shared agreements about how to use them. When to use Slack, when to use Notion, what warrants a Loom video instead of a text explanation — all of this needs to be documented. We have a two-page "Communication Playbook" that every new team member reads on day one. Common Mistakes We Made Mistake 1: Marking everything as "urgent." When everything is urgent, nothing is. We had a stretch where the 🔴 tag in Slack appeared five or six times a day. We introduced a cap: each person gets three 🔴 tags per week. Once you've used them, you can only use 🟡. Abuse dropped by 90% overnight. Mistake 2: Going async without response deadlines. Early on, we'd say "reply when you can." The result? Some messages never got replies. We made it mandatory: every message requiring a response must include a deadline. Problem solved. Mistake 3: Neglecting informal social interaction. The first casualty in an async environment is team warmth. We eventually created a #random channel in Slack for non-work conversation. Restaurant recommendations, Netflix picks, pet photos. It looks trivial. It's actually the glue that holds the team together. Mistake 4: Information scattered everywhere. Decisions made in Slack, details in email, files in Google Drive, tasks in Linear. Early on, finding anything took ten minutes. The fix: Slack is for real-time communication only. Anything worth keeping — decisions, conclusions, specifications — must be synced to Notion. We call this "archiving," and we set a daily end-of-day reminder for it. Real Example: A Product Launch Across Three Time Zones Last November, we needed to ship a new feature within two weeks. The team was split across Taipei (engineers), Berlin (designer), and New York (PM and marketing). Here's how it played out: During Monday's alignment meeting, the PM spent five minutes verbally outlining the goal, then published a complete requirements document in Notion. The designer in Berlin saw it that afternoon and recorded a fifteen-minute Loom video walking through their design approach. Taipei's engineers watched the video and read the document the next morning, posted three technical questions in Notion, and provided a preliminary time estimate. The entire process required zero additional meetings. Everyone worked during their peak hours. The feature launched on time two weeks later, and the quality exceeded expectations. If we had insisted on synchronous workflows, just scheduling meetings and waiting for replies would have eaten half the timeline. For Teams Making the Transition If your team is shifting from synchronous to asynchronous communication, my biggest piece of advice is: don't try to do it all at once. Start with one small change: eliminate meetings that could just as easily be a written update. Observe for a week or two. Then gradually introduce the ACRE format, communication tiers, and tool conventions. Async communication isn't a silver bullet. Some things genuinely require face-to-face (or at least video) conversation — conflict resolution, emotional support, major directional shifts. Async handles the 80% of routine work communication. The remaining 20% deserves the richness of real-time dialogue. Once your team hits its stride, you'll notice something counterintuitive: async communication looks "slower" on the surface, but because every exchange is higher quality with less waste, it's actually the fastest approach over time.
March 23, 2026
3 Strategies for Successful Online Meetings/Interviews: Showing Your Professionalism on Camera
Online meetings and online interviews have become more popular than ever. Since COVID-19, many teams have been turning to online meeting software for meetings and interviews. Mastering the skill of presenting yourself professionally on camera can significantly improve first impressions and enhance interview success. Software Testing: Don't Lose the Battle Before It Starts. A Backup Plan Helps Peace Your Mind Each company has its preferred online meeting software, so you should carry out these 3 checks in advance. Download the specified online meeting software: Don't wait until just before the meeting to realize the other party requires specific software. Update to the latest version: Always make sure your software has been updated. Also, it's wise to have the required online meeting software installed on both your phone and computer as a backup. Have an alternative connection plan: Options like Google Meet, which doesn't need a prior login or even a phone number, are ideal choices. Being well-prepared can show the other party that you are well-prepared and will help ease your anxiety before the meeting or interview. Clothing and Visual Preparation: The Art of Displaying "Professionalism" on Camera Research shows that first impressions are formed within the first 45 seconds of meeting someone. The moment you turn on your camera, you're being evaluated. The following 3 preparations can boost your impression score: Collared shirts are better than collarless, and sleeved tops are preferable to sleeveless. These choices enhance your professional image. If your wardrobe lacks this type of 'work uniform,' investing time in finding one is a good idea, as it will save you the hassle of deciding what to wear before meetings. A clean background is crucial; avoid showing your bed and wardrobe. Even if others know you are working from home, having a bed and wardrobe in the frame can create a 'homely' feel, which should be avoided. Maintain some distance from the camera. It's best to show your hand gestures during conversation: According to research, 55% of communication is non-verbal. Keeping a distance from the camera and allowing your hand movements to be seen can help express your message precisely. Furthermore, You can rehearse with trusted friends before the meeting or interview and record it, allowing you to identify any blind spots and optimize your on-camera image. Avoid Noise for Smooth Communication Once the meeting or interview kicks off, unexpected noises can mess up the communication quality and others' first impressions of you. The following 3 tips can help prevent noise interruption. Mute your phone and turn off app notifications: During the meeting, app notifications or personal messages can mess up the conversation quickly, which should be avoided. Use earphones: This ensures that both parties can hear each other clearly. Keep family and pets away from disturbing: Pick a quiet room, close the door, and inform your family in advance to avoid unexpected interruptions. This helps your online session run smoothly and leaves a positive impression. Building trust in the workplace starts with these small details. As mutual trust grows, future collaboration becomes smoother! -- This article is reprinted from：Farry H（article） （This article is translated by the Digital Nomad editor group.） Follow the Digital Nomad Facebook fan page and stay updated with more recent articles on Instagram (＠digital.nomad.press)！
February 5, 2024
7 Habits for Maintaining Efficiency in Online Meetings
Sometimes, during meetings, everyone engages in casual conversations, leading to prolonged discussions on a matter that take up a lot of time, yet result in little to no progress.Other times, everyone works hard during the meeting, but discussions drag on for too long and lose focus, making meetings a tiring affair. I'm also part of the workforce, facing many internal company administrative meetings, client project meetings, and sometimes even meetings that require negotiation and decision-making. Looking back at my own experiences with various lengthy and efficient meetings, I can contrast the two and perhaps distill seven habits for making meetings more "high-performance" from my own experiences. You might notice that the title of this article borrows from Stephen Covey's classic work "The 7 Habits Of Highly Effective People." Of course, I'm not a management guru. The seven habits listed here are just from my personal experience, so I also welcome everyone to discuss and share your views. Before the meeting, there is a basic thing that must be done: "Prepare the contents you need to report." If I need to discuss a product with a client, I have to prepare market analysis data. If I need to explain project progress, I have to prepare a work report. Because it's so basic, it's not included in the seven habits below. So, starting from the prepared meeting materials, what else can we do for a high-performance meeting? These habits include actions before, during, and after the meeting.( You can refer to this article from two years ago for more information: How do I conduct efficient meeting discussions with "effective" planning? ) 1. List the Key Issues to Be Confirmed for This Meeting Meetings sometimes accidentally lose focus, with everyone chatting about everything under the sun or discussing whatever comes to mind, eventually straying off-topic and prolonging unnecessary discussion time. Sometimes there is an agenda for the meeting, but sometimes not. Regardless, I always have a habit of listing the key points I want to discuss and the questions I want to confirm for this time. The so-called "list of key issues" is not about reporting data, but about what issues within it really need to be clarified? What are the real highlights worth emphasizing? I usually ask myself, assuming there is little meeting time, assuming it's my turn to speak only at the end with no time left, but what are the key points and questions I must confirm? I need this list whether or not I am the meeting facilitator. If I am the facilitator, having a list of key issues means I know when the discussion is off-topic and can bring the meeting back to the main axis of discussion. If I am just a reporter, having a list of key issues also lets me know how to explain succinctly and what key points I should spend time discussing. 2. Arrange the Discussion Logic for Key Issues Sometimes, meetings can get stuck on certain critical issues, resulting in an endless loop of unresolved discussion. Meetings can feel chaotic, leaving one feeling clueless about the overall structure of the project despite extensive discussion. After listing out the key issues, I adopt another habit: I plan the order and flow of the discussion concerning these key points and questions. I rearrange these key issues and questions logically, starting with the simpler, more straightforward ones before leading into the more complex discussions. I often ask myself, how should I sequentially introduce these points and questions to persuade others? This habit helps build confidence in you during the meeting and eases into difficult topics from simple beginnings, making the whole process smoother. 3. Confirm My Own Answers and Bottom Line for the Questions At times during meetings, when key issues are discussed, everyone might be unsure of the answers or whether certain actions are possible, preventing decision-making and leading to endless discussions. Certainly, there will be challenging decisions to make, but after setting the order of key issues, another habit I have is to think about possible answers to these questions in advance or determine my bottom line for them. If the bottom line is not for me to decide, I will consult with the decision-making manager before the meeting and then proceed to meet with the client. I ask myself, what is my best current answer if no one has a better one for this issue? What is my ultimate bottom line if the other party makes a demand? These first three steps are interconnected; without a prepared list of issues, how would one prepare the bottom-line answers? And once I’ve prepared my own answers, I can respond decisively during the meeting, easily adapt to unexpected situations, adjust, or even overturn previous plans if necessary. 4. Begin by Explaining the Meeting's To-Do List Especially during planning and brainstorming sessions, participants may come with a casual mindset, and the meeting can easily become a mere chat, with no conclusive results achieved. At the beginning of the meeting, if possible, I usually explain the list of key points and questions we aim to discuss - essentially, the logically ordered discussion list from the second habit. I would say, today's meeting will progressively discuss these issues, and then we need to confirm what conclusion? It only requires a brief explanation, possibly less than a minute, but this simple action serves two purposes. Although it might not stop people who love to digress, it gives us a legitimate reason to steer the conversation back, like "Let's return to the next key point I mentioned earlier," and it makes it easier for everyone to accept when the conversation is redirected. 5. Pre-Meeting Note Preparation Of course, we all take meeting notes. However, I have a habit of preparing my meeting notes 'before' the meeting. That is, I note down the list of questions I want to discuss, my answers, and thoughts in advance. Then I proceed to the meeting. What notes should I take during the meeting then? My meeting notes mainly record: What adaptations do I need to make next, and should the subsequent question in the discussion be adjusted? Since I've already noted the main points and answers before the meeting, the notes during the meeting mainly focus on how to make the following part of the meeting more efficient. What did I hear from the other party, and what will be my response or inquiry? How can I adjust the process to facilitate smoother discussion? 6. Confirm All Conclusions at the End When the meeting ends, everyone might remember the latter part of the discussion but forget the earlier parts. At this time, I have the habit of reiterating each issue's conclusion. It doesn't take more than a minute, but it has many benefits. Summarizing the meeting conclusions helps everyone to confirm that there are no issues with each conclusion and gives a quick overall understanding of the meeting. Of course, it is best to email a summary of these conclusions to everyone immediately after the meeting. 7. Discuss the Next Steps for Each Participant A single meeting might discuss an entire project's process, which is a long-term and massive task for everyone involved. However, such meetings might not necessarily kickstart the project's progress immediately after returning to work. So I have one last habit: after explaining all of the meeting's conclusions, I ask everyone, "What are our next steps?" It might be that Esor needs to draft an outline, A needs to prepare a contract, and C needs to send the meeting record to the relevant people and collect feedback. I am accustomed to confirming at the end of the meeting what actions can be "immediately performed" upon returning. If the action is not immediate, a prompt check-in time should be set. With these meeting habits, in my experience, it is easier to create high-efficiency meetings that move faster, end on time, and result in effective actions after the meeting. -- This article is reprinted from：電腦玩物 (article) (This article is translated by the Digital Nomad editor group.)
December 7, 2023
Remote Work Socializing: 7 Ways to Never Be an Outsider Again
When I started working remotely, I was alone most of the time, whether working from home or traveling. Except for phone calls or video conferences, I hardly ever spoke to real people throughout the day. As a result, socializing in remote work became something I had to pay close attention to, otherwise, I easily got lonely. As remote work becomes more prevalent, I've also started noticing that more and more people are facing this issue. So, in this article, I will share with you some methods and platforms for remote workers to socialize. This way, even if you don't have colleagues around, you can still make new friends and expand your social network. What Are the Methods for Socializing in Remote Work? 1. Working at a Co-working Space A co-working space is usually a large building rented by a company or group and converted into a workspace suitable for various needs. It includes private offices for different numbers of people and open public spaces. Most of these spaces require a fee, but some offer trial work days for free. For me, a Co-working space has always been an easy place to meet people. You can bring your business cards, and you might just have the chance to meet some impressive individuals and find unexpected collaboration opportunities. To find out if there are any co-working space in your area, you can Google "Co-working Space + your location", or check out the following platforms: WeWork : Suitable for people in the USA or small startups of four or five people. The monthly rent isn't cheap, starting at around $300, but the facilities are luxurious and fully equipped, almost like a second home! Workfrom : One of my favorite websites, where you can select features like "open late" or "quiet". It also allows you to detect the nearest coffee shops or workspaces based on your location. Nomads list : In addition to searching for cafes and workspaces, this platform offers great online networking and chat features, as well as new arrival guidelines for settling in a new country. Meetup : Here, you can find a variety of free and paid events based on personal interests. However, it's not widely used in Taiwan yet. Eventbrite : Similar to Meetup, but with more paid events. It also sells tickets for theater shows and concerts. This platform is more about finding workshops, talks, and courses than social gatherings. 2. Arrange to Work Together in a Café You can find many groups on Facebook like "Taiwanese in the USA", "Taiwanese in Singapore", "Taiwanese Working in France". These groups are a great way to find friends when you are traveling and working and want someone to chat with. Just post in the group stating where you are and how long you'll be there. You might get a response, and then the two of you can quickly arrange to meet at a café to chat and work together. This is a method I really like. Since both parties have already initiated contact online, it's less awkward when meeting in person, and the pressure of making friends is somewhat reduced. 3. Initiate Casual Conversations with People Working in Cafés You can also think of it as a kind of approach. In the United States, people are accustomed to talking to strangers. Just by making small talk, you can quickly learn about each other's work, interests, where they live, etc., greatly increasing the chance of forming a deeper connection. It's even possible to arrange to hang out or work together later. For the shy Taiwanese, this might require a bit of boldness, but it's definitely a method worth trying. If you're unsure how to start, you can discreetly observe what the other person is doing on their computer, what they're holding, or simply take in the surrounding environment. These are all great starting points for quickly engaging in a conversation. 4. Make Friends in Your Field Through Online Groups If you're more interested in making work-related friends, it's best to connect with people in the same field. You can visit specialized professional groups like LinkedIn", "Women Who Code Taipei", "Graphic Designers of LA", "Photographers in Berlin" to find peers in your profession. These groups have already done a first level of filtering, leaving only those related to your work nature and professional field. They are great for finding potential collaborators or clients. Communication tends to be easier and more targeted with these people due to the similarity in field and work nature. 5. CouchSurfing CouchSurfing, literally meaning sleeping on someone's couch while traveling, is a concept often described more elegantly as "staying for a night". There are increasingly more platforms facilitating connections between hosts and travelers. By setting your preferences online, you can find local residents willing to let you stay with them. Most people registered on these platforms are also keen on meeting new friends. Unless your host is very busy and often out for work, you usually have plenty of opportunities to chat with them, share meals, or even visit nearby tourist spots together. This often leads to strong connections, and it's common to stay in touch after a CouchSurfing experience, as both parties have invested meaningful time in each other. 6. Stay in Hostels or Backpackers' Inns When you travel, if you choose not to do CouchSurfing, you will inevitably need to find a place to stay. In this case, affordable youth hostels or backpackers' inns are good choices. You won't be the only traveler there; you might meet many people from Taiwan or from around the world. Just like point three, take the initiative to strike up conversations with others, using the surroundings or what they're doing as conversation starters. This can easily open up connections between people. Even if you're not staying at such places, their lobbies, lounges, dining areas, or workspaces can also be great spots to facilitate chats. If you want to make friends, don't keep yourself locked up in your room. 7. Attend Offline Seminars or Workshops If you're looking to meet friends who enjoy learning, attending offline seminars is definitely the quickest way. Remember, many people stop learning after leaving school, so those who make time in their busy work and daily life to attend offline seminars or workshops likely have a strong desire for self-improvement. If it's a workshop, there might even be group activities, which automatically give you something to talk about with strangers. Working together to complete a task can also quickly warm up your relationship!" Remote Work Socializing Activities in Taiwan We have discussed 6 ways you can try remote socializing, but most are suitable for the USA or places outside Taiwan. If you're a remote worker who only stays in Taiwan, I have compiled 3 especially active methods in Taiwan where you can find many events for socializing. 1. ACCUPASS Accupass is a very famous event ticketing website in Taiwan, as far as I know. The events listed there are both free and paid, with prices varying depending on the scale of the event. From my own experience, there are many free or low-cost events that are rich in content. There's a wide variety of events available all over Taiwan. Accupass has a lot of offline seminars and online courses. If you love learning, prioritizing events here usually won't disappoint. The updates are quick, covering both networking and learning opportunities. (Click here to visit) 2. Facebook event The number of events on Facebook is also noteworthy. You can find all sorts of events there by setting filters for category, location, and time. This allows you to immediately list all the events you might be able to attend. However, a downside of Facebook events is that the information provided is often sparse. You might need to visit the official website or follow the links provided by the organizers for more detailed information and registration methods. From my observation, there are more volunteer activities on Facebook events, which could be a priority if you prefer volunteering. (Click here to visit) 3. Remote Taiwan This is the best remote workers' community in Taiwan that I've seen so far. The group frequently hosts related seminars, shares experiences of remote workers, and discusses the latest trends in remote work. You can interact a lot with everyone there and take the initiative to get to know others. As mentioned in point 4 above, this platform has already filtered through its members for you. It shouldn't be hard to find like-minded individuals who resonate with remote work for networking. The rest is up to how you engage in conversation. (Click here to visit ) Your Part in Remote Work Socializing Currently, my main method is still working in coffee shops. I've met many people in cafes, some of whom I had great conversations with but never saw again; and others with whom I only spoke for a few minutes, but we exchanged phone numbers and later found we clicked well through messaging. I believe whether or not someone becomes a friend requires the right timing, location, and people. While we can't control timing and location, I think we can at least take responsibility for half of the people aspect. This means we need to take the initiative to connect with others. The other half is out of our control, dependent on whether the other person reciprocates. The key in socializing is to relax and not be too purpose-driven, focusing mainly on "getting to know the other person." I believe there's a direct correlation between human happiness and healthy social interactions. Moderately interacting with others can contribute to your mental and physical well-being. Meeting people from all over the world, and having connections wherever you go, is one of the best aspects of working while traveling. I hope today's sharing has been helpful to you. -- This article is reprinted from：理想生活設計 (article) (This article is translated by the Digital Nomad editor group.)
December 5, 2023